WNS

Extending Your Enterprise

How to Develop a Closed Loop
Warranty Management Ecosystem
to Boost Revenues?
More than a decade ago, an auto major
quadrupled its sales because it offered affordable
prices and a 10-year, 100,000 miles warranty.
Warranty still continues to rule the roost in
building brand reliability. However, with customer
expectations at an all-time high, and challenges
in the business environment multiplying, the
conventional warranty management approach
fails to address all complexities existent in the
warranty ecosystem.
In the lifecycle of managing warranties,
businesses have to contend with the pressures
of increasing service profitability and reducing
customer costs. At the same time, they need to
differentiate genuine from fraudulent warranty
claims, reduce delays in claim settlements,
and ensure customer satisfaction.
The conventional approach to warranty
management is flawed, as it fails to consider
warranty as a critical component of an overall
corporate strategy and a competitive
differentiator. The traditional approach is rather
myopic in nature and addresses either the cost
element or the quality element, one at a time.
Moving beyond the conventional approach to the
closed loop warranty management system helps
not just in boosting revenues but also helps
gain a competitive edge and improve regulatory
compliance, among other things. This whitepaper
tells you how.
There are multiple vulnerable points in the
warranty cycle, where a minor disruption can
snowball into a major bottleneck in the ecosystem
Warranty Management
Integral to Brand Reliability,
but Seeped in Challenges
and increase warranty costs, as shown in fig. 1.
Consider this: While repeat failures could be
attributed to a product quality problem they could
also arise from a repair center issue. Spotting the
exact problem is usually time-consuming and
resource-intensive. It is estimated that on an
average it takes about 185 days to detect
something is wrong or to define what is wrong!
The warranty management life cycle becomes all
the more complex because new products with
complicated features are launched regularly and
the existing ones quickly become obsolete.
Complexities also arise if the limited warranty
period lapses or when businesses are required to
provide extended warranty services and therefore
get into service contract agreements with
their clients.
The inherent complexities in the warranty
lifecycle increases the chances of disruptions,
thereby escalating warranty expenses.
Furthermore, when organizations fail to
satisfactorily resolve warranty issues, customer
loyalty diminishes and brand goodwill suffers.
These, in turn, lead to a decrease in sales and
a dip in revenues.
According to findings reported in the Warranty
Week, organizations end up paying tens of
billions of dollars every year to cover warranty
management costs. For some organizations their
warranty costs represent 2 percent or more of
their annual revenues!
Warranty-led businesses, dealing with the
dual pressures of streamlining the warranty
management process and of optimizing
investment under this head often adopt
conventional warranty management solutions,
which in most cases, are incapable of
meeting the strategic objectives of the
warranty organization.
Claim
settlement delays
Information capture failure
Supplier upper hand
Increased warranty costs
185 days for detection
Lack of data monitoring skills
Invalid / Fraudulent claims
Customer dissatisfaction
Inadequate repair knowledge
Ineffective
coordination
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A: The typical warranty management cycle interspersed
with a maze of challenges.
Supplier
sub-assembly
Production Sales Failure Repair Claim
administration
Issue
Resolution
Recovery
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B: Challenges rated as high
by business execs in
warranty-led businesses.
Adapted from a recent
Aberdeen Group survey.
Group1 Group2
Typical disruptions in the warranty
management chain:
n
Failure to capture information at the supplier
sub-assembly make it difficult to identify and
ship the correct replacement parts to the
service center. The lack of this information
makes it difficult to draw up service
documents accurately and comprehensively.
n
Lack of repair knowledge often prevents an
organization from resolving an issue to the
satisfaction of the customer who is then
compelled to raise a warranty claim.
n
Lack of data monitoring and administration
skills increase the time needed to sift through
invalid and fraudulent claims. This not just
increases warranty costs by increasing
processing times but also delays the
resolution of valid claims and can also
result in overpayment.
n
Failure to collect the requisite data to carry
out an accurate Root Cause Analysis (RCA)
prevents an organization from resolving a
warranty issue satisfactorily.
n
Lack of adequate data regarding the nature of
the warranty issue prevents an organization
from gaining an upper hand when negotiating
with suppliers to recover the warranty.
n
Ineffective coordination among various
departments in the warranty chain, like
Customer Service, Quality Assurance, and
Procurement, prevents organizations from
resolving warranty issues speedily. On an
average it takes about 185 days to detect
something is wrong or to define what is
wrong!
Fig. 1: Challenges in the warranty life cycle.
A: The typical maze of challenges that impact multiple levels of the warranty life cycle.
B: In a recently concluded survey by the Aberdeen Group, close to 50 percent of respondents reported working
under stringent corporate deadlines to improve service profitability as their primary challenge. 30 percent of
survey-takers felt that increased warranty management costs shrink their revenues considerably.
WNS
Extending Your Enterprise
More than a decade ago, an auto major
quadrupled its sales because it offered affordable
prices and a 10-year, 100,000 miles warranty.
Warranty still continues to rule the roost in
building brand reliability. However, with customer
expectations at an all-time high, and challenges
in the business environment multiplying, the
conventional warranty management approach
fails to address all complexities existent in the
warranty ecosystem.
In the lifecycle of managing warranties,
businesses have to contend with the pressures
of increasing service profitability and reducing
customer costs. At the same time, they need to
differentiate genuine from fraudulent warranty
claims, reduce delays in claim settlements,
and ensure customer satisfaction.
The conventional approach to warranty
management is flawed, as it fails to consider
warranty as a critical component of an overall
corporate strategy and a competitive
differentiator. The traditional approach is rather
myopic in nature and addresses either the cost
element or the quality element, one at a time.
Moving beyond the conventional approach to the
closed loop warranty management system helps
not just in boosting revenues but also helps
gain a competitive edge and improve regulatory
compliance, among other things. This whitepaper
tells you how.
There are multiple vulnerable points in the
warranty cycle, where a minor disruption can
snowball into a major bottleneck in the ecosystem
Warranty Management
Integral to Brand Reliability,
but Seeped in Challenges
and increase warranty costs, as shown in fig. 1.
Consider this: While repeat failures could be
attributed to a product quality problem they could
also arise from a repair center issue. Spotting the
exact problem is usually time-consuming and
resource-intensive. It is estimated that on an
average it takes about 185 days to detect
something is wrong or to define what is wrong!
The warranty management life cycle becomes all
the more complex because new products with
complicated features are launched regularly and
the existing ones quickly become obsolete.
Complexities also arise if the limited warranty
period lapses or when businesses are required to
provide extended warranty services and therefore
get into service contract agreements with
their clients.
The inherent complexities in the warranty
lifecycle increases the chances of disruptions,
thereby escalating warranty expenses.
Furthermore, when organizations fail to
satisfactorily resolve warranty issues, customer
loyalty diminishes and brand goodwill suffers.
These, in turn, lead to a decrease in sales and
a dip in revenues.
According to findings reported in the Warranty
Week, organizations end up paying tens of
billions of dollars every year to cover warranty
management costs. For some organizations their
warranty costs represent 2 percent or more of
their annual revenues!
Warranty-led businesses, dealing with the
dual pressures of streamlining the warranty
management process and of optimizing
investment under this head often adopt
conventional warranty management solutions,
which in most cases, are incapable of
meeting the strategic objectives of the
warranty organization.
Claim
settlement delays
Information capture failure
Supplier upper hand
Increased warranty costs
185 days for detection
Lack of data monitoring skills
Invalid / Fraudulent claims
Customer dissatisfaction
Inadequate repair knowledge
Ineffective
coordination
I
n
a
c
c
u
r
a
t
e

R
o
o
t

C
a
u
s
e

A
n
a
l
y
s
i
s
I
n
a
c
c
u
r
a
t
e

s
e
r
v
i
c
e

d
o
c
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m
e
n
t
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t
i
o
n
O
v
e
r
p
a
y
m
e
n
t
s
L
e
n
g
t
h
i
e
r

p
r
o
c
e
s
s
i
n
g

t
i
m
e
s
A: The typical warranty management cycle interspersed
with a maze of challenges.
Supplier
sub-assembly
Production Sales Failure Repair Claim
administration
Issue
Resolution
Recovery
S
t
r
i
n
g
e
n
t

c
o
r
p
o
r
a
t
e

d
e
a
d
l
i
n
e
s

t
o

i
m
p
r
o
v
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s
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r
v
i
c
e

p
r
o
f
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t
a
b
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l
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t
y
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n
c
r
e
a
s
e
d

w
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y

m
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s
h
r
i
n
k

t
h
e
i
r

r
e
v
e
n
u
e
s

50%
30%
B: Challenges rated as high
by business execs in
warranty-led businesses.
Adapted from a recent
Aberdeen Group survey.
Group1 Group2
Typical disruptions in the warranty
management chain:
n
Failure to capture information at the supplier
sub-assembly make it difficult to identify and
ship the correct replacement parts to the
service center. The lack of this information
makes it difficult to draw up service
documents accurately and comprehensively.
n
Lack of repair knowledge often prevents an
organization from resolving an issue to the
satisfaction of the customer who is then
compelled to raise a warranty claim.
n
Lack of data monitoring and administration
skills increase the time needed to sift through
invalid and fraudulent claims. This not just
increases warranty costs by increasing
processing times but also delays the
resolution of valid claims and can also
result in overpayment.
n
Failure to collect the requisite data to carry
out an accurate Root Cause Analysis (RCA)
prevents an organization from resolving a
warranty issue satisfactorily.
n
Lack of adequate data regarding the nature of
the warranty issue prevents an organization
from gaining an upper hand when negotiating
with suppliers to recover the warranty.
n
Ineffective coordination among various
departments in the warranty chain, like
Customer Service, Quality Assurance, and
Procurement, prevents organizations from
resolving warranty issues speedily. On an
average it takes about 185 days to detect
something is wrong or to define what is
wrong!
Fig. 1: Challenges in the warranty life cycle.
A: The typical maze of challenges that impact multiple levels of the warranty life cycle.
B: In a recently concluded survey by the Aberdeen Group, close to 50 percent of respondents reported working
under stringent corporate deadlines to improve service profitability as their primary challenge. 30 percent of
survey-takers felt that increased warranty management costs shrink their revenues considerably.
WNS
Extending Your Enterprise
WNS
Extending Your Enterprise
Conventional Warranty
Management Integral to
Brand Reliability, but Seeped
in Challenges
Conventional warranty management solutions
used widely by many organizations follow one
or both of the following two courses of action,
shown in fig. 2 to reduce warranty costs.
Though aimed at reducing warranty costs, the two
conventional methods are flawed.
The first method is reactionary and regards
warranty management solely as a cost element.
The second method focuses only on improving
product quality.
Both approaches are inadequate because they fail
to consider warranty as a critical component of an
overall corporate strategy and a competitive
differentiator. That is, both these approaches
fail to recognize the importance of warranty
management in all stages of the product life
cycle. This oversight in turn, fails to bring
together dispersed business processes, keeps
departments in functional silos, and hampers
accurate decision-making by not providing key
decision-makers with a holistic view of what is
happening throughout the product life cycle.
It is imperative that businesses now look beyond
these ineffective warranty management
approaches and embrace one that overcomes
the shortcomings of the conventional approach.
Moving Beyond the
Conventional Route to the
Closed Loop Warranty
Management System
Deficiencies in the warranty management cycle
can be effectively countered only if the warranty
data is better managed and more efficiently
transmitted across various business processes
and departments. Whats also critical is that the
issues be resolved at every stage of the product
life cycle for better and wider business impact.
A centrally-located and administered or closed
loop warranty management system is an optimal
solution that can solve all existing challenges and
complexities in the warranty management cycle.
A closed loop system can capture all relevant bits
of data, analyze it, and transfer the information
between departments to improve product quality
and provide better field service. When the various
processes in the warranty chain are integrated
and streamlined, warranty costs come down,
and there is greater end-customer satisfaction.
The three key components of a closed loop
warranty management system are:
n
Technology
n
Process / Framework that includes the models
and mathematical tools and techniques to
carry out the respective processes involving
this component
n
Analytics
The technology platform of such a warranty
management system is powerful enough to
control various disparate business processes
like workflow and recovery management,
claims administration, electronic invoicing,
and customer service. Technology enablement
makes the interaction of the various components
of a closed loop warranty management system
possible and thereby optimizes processes like
service and repair, administration of claims,
warranty recovery, and resolution of issues.
Data is generated from the processes and / or are
provided by functions, like Finance and Sales,
and stakeholders, like suppliers, repair dealers,
and internal users are recorded in databases.
These humongous chunks of data are then
analyzed using mathematical tools and models.
This helps organizations generate early warning
systems, carry out warranty cost variation and
claims handling efficiency analyses, prepare
failure control charts, and perform diagnostic
procedures to determine root causes of issues
and the reasons behind repeat failures.
These advanced analytical models can help an
organization optimize dealer and supplier
management procedures, lay down stringent
risk-based business rules based on empirical
data, and carry out rule-based adjudicator
assignment and charge allocation tasks.
The mathematical tools and models help spot
patterns and trends in the data and this,
in turn, facilitates improved understanding
of how processes work and where they can be
streamlined. These insights help organizations
benchmark warranty processes and enhance
collaborative efforts between functions to
reduce wastage.
A closed loop warranty management system
performs the following functions:
n
Automates the processes in the warranty
chain to minimize human intervention
n
Integrates all the processes and
departments in the chain
n
Provides at-a-glance visibility of the
entire warranty chain
n
Detects ineffective processes and
non-value adding activities in the chain
n
Eliminates ineffective and
wasteful processes
n
Provides data on the key
performance indicators
n
Detects fraudulent warranty claims
n
Detects other issues, anomalies,
or disruptions in the chain
Focuses on
Fig. 2: Conventional warranty management solutions are flawed as they have a unidimensional approach.
Method II
Improving operational
procedures, by assessing
repair data to detect and
understand causes of
warranty claims.
Quality
only
Cost
only
Method I
Imparting more efficiency into
the administration of warranty
claims, by detecting
fraudulent claims and
servicing valid claims quickly.
Focuses on
Product Engineering
Finance
Procurement
Manufacturing
Customer Service
Quality
Sales
Fig. 3: A representative closed loop warranty management system
WNS
Extending Your Enterprise
Conventional Warranty
Management Integral to
Brand Reliability, but Seeped
in Challenges
Conventional warranty management solutions
used widely by many organizations follow one
or both of the following two courses of action,
shown in fig. 2 to reduce warranty costs.
Though aimed at reducing warranty costs, the two
conventional methods are flawed.
The first method is reactionary and regards
warranty management solely as a cost element.
The second method focuses only on improving
product quality.
Both approaches are inadequate because they fail
to consider warranty as a critical component of an
overall corporate strategy and a competitive
differentiator. That is, both these approaches
fail to recognize the importance of warranty
management in all stages of the product life
cycle. This oversight in turn, fails to bring
together dispersed business processes, keeps
departments in functional silos, and hampers
accurate decision-making by not providing key
decision-makers with a holistic view of what is
happening throughout the product life cycle.
It is imperative that businesses now look beyond
these ineffective warranty management
approaches and embrace one that overcomes
the shortcomings of the conventional approach.
Moving Beyond the
Conventional Route to the
Closed Loop Warranty
Management System
Deficiencies in the warranty management cycle
can be effectively countered only if the warranty
data is better managed and more efficiently
transmitted across various business processes
and departments. Whats also critical is that the
issues be resolved at every stage of the product
life cycle for better and wider business impact.
A centrally-located and administered or closed
loop warranty management system is an optimal
solution that can solve all existing challenges and
complexities in the warranty management cycle.
A closed loop system can capture all relevant bits
of data, analyze it, and transfer the information
between departments to improve product quality
and provide better field service. When the various
processes in the warranty chain are integrated
and streamlined, warranty costs come down,
and there is greater end-customer satisfaction.
The three key components of a closed loop
warranty management system are:
n
Technology
n
Process / Framework that includes the models
and mathematical tools and techniques to
carry out the respective processes involving
this component
n
Analytics
The technology platform of such a warranty
management system is powerful enough to
control various disparate business processes
like workflow and recovery management,
claims administration, electronic invoicing,
and customer service. Technology enablement
makes the interaction of the various components
of a closed loop warranty management system
possible and thereby optimizes processes like
service and repair, administration of claims,
warranty recovery, and resolution of issues.
Data is generated from the processes and / or are
provided by functions, like Finance and Sales,
and stakeholders, like suppliers, repair dealers,
and internal users are recorded in databases.
These humongous chunks of data are then
analyzed using mathematical tools and models.
This helps organizations generate early warning
systems, carry out warranty cost variation and
claims handling efficiency analyses, prepare
failure control charts, and perform diagnostic
procedures to determine root causes of issues
and the reasons behind repeat failures.
These advanced analytical models can help an
organization optimize dealer and supplier
management procedures, lay down stringent
risk-based business rules based on empirical
data, and carry out rule-based adjudicator
assignment and charge allocation tasks.
The mathematical tools and models help spot
patterns and trends in the data and this,
in turn, facilitates improved understanding
of how processes work and where they can be
streamlined. These insights help organizations
benchmark warranty processes and enhance
collaborative efforts between functions to
reduce wastage.
A closed loop warranty management system
performs the following functions:
n
Automates the processes in the warranty
chain to minimize human intervention
n
Integrates all the processes and
departments in the chain
n
Provides at-a-glance visibility of the
entire warranty chain
n
Detects ineffective processes and
non-value adding activities in the chain
n
Eliminates ineffective and
wasteful processes
n
Provides data on the key
performance indicators
n
Detects fraudulent warranty claims
n
Detects other issues, anomalies,
or disruptions in the chain
Focuses on
Fig. 2: Conventional warranty management solutions are flawed as they have a unidimensional approach.
Method II
Improving operational
procedures, by assessing
repair data to detect and
understand causes of
warranty claims.
Quality
only
Cost
only
Method I
Imparting more efficiency into
the administration of warranty
claims, by detecting
fraudulent claims and
servicing valid claims quickly.
Focuses on
Product Engineering
Finance
Procurement
Manufacturing
Customer Service
Quality
Sales
Fig. 3: A representative closed loop warranty management system
WNS
Extending Your Enterprise
Fig. 4 demonstrates how the various components
of a closed loop warranty management system
interact to positively impact business processes
across an organization.
Recommendations for
Implementing a Closed Loop
Warranty Management System
For a successful implementation of the closed
loop model, organizations should look at three
important aspects:
1. Adopt a step-wise solution approach
a. Focus on the low hanging fruits first
b. Clarify requirements before freezing
technology solution
2. Choose the right partner
a. Look for technology, people and
process expertise
b. Flexible engagement and
commercial models
3. Target incremental benefits: A closed loop
warranty management system starts showing
positive results within a month of
implementing it in an organization. These
results are sustainable, as can be gauged by
the fact that new and longer-term benefits
continue to show up even three months after
implementation, as shown in figure 5.
Conclusion
With increased industrialization and globalization,
organizations will face stiffer competition in the
near future. On the other hand, end customers
will increasingly demand improved products and
more responsive after-sales service. In the face of
such challenges, manufacturers can only hope to
stay ahead of competition by continuously
innovating and delivering stellar customer
service. Of course, they will also need to curb
their expenses by streamlining processes and
reducing wastage of efforts. Improving the
warranty performance presents a critical
opportunity for businesses to reduce operational
costs and improve product reliability.
A closed loop warranty management system
integrates disparate but critical business
processes and dissolves functional silos. By
integrating processes and functions, the system
helps capture downstream product data and
transfer it to the decision-makers upstream. This,
in turn, enables the latter to continuously initiate
sustainable operational improvement measures
that strive to fulfill core business objectives like
reducing expenses, increasing after-sales
revenues, improving end-customer satisfaction,
and boosting sales. Warranty management can
thus become that critical business process
that imparts the all-important competitive
edge to a business.
It is time organizations stop treating warranty
management as a reactionary measure and
instead adopt a comprehensive approach that
transforms warranty into a strategic and
competitive business advantage.
Process/
Framework
n
Risk-Based Business
Rules
n
Dealer Management
n
Standardized Taxonomy
n
Rule-Based Adjudicator
Assignment
n
Issue Resolution
Audit Data
n
Enhanced Validation
of Claims
n
Rule-Based Charge
Allocation
n
Supplier Management
Technology n
Dealer Portal
n
Workflow Management
n
Supplier Portal
Analytics
n
Dealer Analytics
n
Reverse Logistics
n
Early Warning System
n
Data Mining from Notes
n
Warranty Cost
Variation Analysis
n
Claims Handling
Efficiency Analysis
n
Sampling Plan
Optimization
n
NTF Analysis
n
Data for Negotiations
n
Root Cause Analysis
n
Repeat Failure Analysis
n
Failure Control Chart
Warranty Process Benchmarking
Enhanced Collaboration
Service & Repair Claims Administration Warranty Recovery Issue Resolution
Fig. 4: Interaction between the components of a Closed Loop Warranty Management System at various organizational levels to
improve multiple business processes.
Tangible Benefits
n
Increased automation
n
Comprehensive
electronic invoicing
n
Automated invoice
processing
n
Rule-based claim filtering
n
Increased supplier recovery
n
Reduced process costs
n
Reduced claims processing
Intangible Benefits
n
Increased and improved
collaboration
n
Strengthened position when
negotiating with suppliers
Within 30 Days Within 90 Days After 90 Days
Fig. 5: Organizational benefits of implementing a closed loop warranty management system.
WNS
Extending Your Enterprise
Fig. 4 demonstrates how the various components
of a closed loop warranty management system
interact to positively impact business processes
across an organization.
Recommendations for
Implementing a Closed Loop
Warranty Management System
For a successful implementation of the closed
loop model, organizations should look at three
important aspects:
1. Adopt a step-wise solution approach
a. Focus on the low hanging fruits first
b. Clarify requirements before freezing
technology solution
2. Choose the right partner
a. Look for technology, people and
process expertise
b. Flexible engagement and
commercial models
3. Target incremental benefits: A closed loop
warranty management system starts showing
positive results within a month of
implementing it in an organization. These
results are sustainable, as can be gauged by
the fact that new and longer-term benefits
continue to show up even three months after
implementation, as shown in figure 5.
Conclusion
With increased industrialization and globalization,
organizations will face stiffer competition in the
near future. On the other hand, end customers
will increasingly demand improved products and
more responsive after-sales service. In the face of
such challenges, manufacturers can only hope to
stay ahead of competition by continuously
innovating and delivering stellar customer
service. Of course, they will also need to curb
their expenses by streamlining processes and
reducing wastage of efforts. Improving the
warranty performance presents a critical
opportunity for businesses to reduce operational
costs and improve product reliability.
A closed loop warranty management system
integrates disparate but critical business
processes and dissolves functional silos. By
integrating processes and functions, the system
helps capture downstream product data and
transfer it to the decision-makers upstream. This,
in turn, enables the latter to continuously initiate
sustainable operational improvement measures
that strive to fulfill core business objectives like
reducing expenses, increasing after-sales
revenues, improving end-customer satisfaction,
and boosting sales. Warranty management can
thus become that critical business process
that imparts the all-important competitive
edge to a business.
It is time organizations stop treating warranty
management as a reactionary measure and
instead adopt a comprehensive approach that
transforms warranty into a strategic and
competitive business advantage.
Process/
Framework
n
Risk-Based Business
Rules
n
Dealer Management
n
Standardized Taxonomy
n
Rule-Based Adjudicator
Assignment
n
Issue Resolution
Audit Data
n
Enhanced Validation
of Claims
n
Rule-Based Charge
Allocation
n
Supplier Management
Technology n
Dealer Portal
n
Workflow Management
n
Supplier Portal
Analytics
n
Dealer Analytics
n
Reverse Logistics
n
Early Warning System
n
Data Mining from Notes
n
Warranty Cost
Variation Analysis
n
Claims Handling
Efficiency Analysis
n
Sampling Plan
Optimization
n
NTF Analysis
n
Data for Negotiations
n
Root Cause Analysis
n
Repeat Failure Analysis
n
Failure Control Chart
Warranty Process Benchmarking
Enhanced Collaboration
Service & Repair Claims Administration Warranty Recovery Issue Resolution
Fig. 4: Interaction between the components of a Closed Loop Warranty Management System at various organizational levels to
improve multiple business processes.
Tangible Benefits
n
Increased automation
n
Comprehensive
electronic invoicing
n
Automated invoice
processing
n
Rule-based claim filtering
n
Increased supplier recovery
n
Reduced process costs
n
Reduced claims processing
Intangible Benefits
n
Increased and improved
collaboration
n
Strengthened position when
negotiating with suppliers
Within 30 Days Within 90 Days After 90 Days
Fig. 5: Organizational benefits of implementing a closed loop warranty management system.
WNS
Extending Your Enterprise
Write to us at marketing@wns.com to know more
About WNS
WNS (Holdings) Limited (NYSE: WNS) is a leading
global Business Process Management (BPM)
company. WNS offers business value to 200+ global
clients by combining operational excellence with
deep domain expertise in key industry verticals,
including Banking and Financial Services,
Healthcare, Insurance, Manufacturing, Media and
Entertainment, Consulting and Professional
Services, Retail & Consumer Packaged Goods,
Telecom and Diversified Businesses, Shipping and
Logistics, Travel and Leisure and Utilities. WNS
delivers an entire spectrum of business process
management services such as customer care,
finance and accounting, human resource solutions,
research and analytics, technology solutions, and
industry-specific back-office and front-office
processes. WNS has delivery centers world-wide,
including Australia, China, Costa Rica, India, the
Philippines, Poland, Romania, South Africa, Sri
Lanka, UK and US.
For more information, visit www.wns.com
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